Taylor created scientific management to increase industrial efficiency by breaking down tasks into their most basic components, timing workers, and creating standardized methods to perform tasks, aiming to maximize productivity and profitability.
Taylor's methods at Bethlehem Steel, which involved setting unrealistic production quotas and using time studies to push workers to their limits, led to worker dissatisfaction, strikes, and even the need for armed guards to protect Taylor from angry workers.
The U.S. House committee investigated Taylor's methods because they were concerned about the exploitation of workers and the unrealistic standards set by Taylor, which were not feasible for the average worker.
The Gilbreths, Frank and Lillian, focused on efficiency to increase free time and happiness, rather than just maximizing profits. They believed in creating a more balanced and fulfilling work environment for employees.
Lillian Gilbreth pivoted to home economics to continue providing for her 11 children after Frank's death. She applied efficiency principles to household tasks, such as creating the kitchen work triangle, to make home management more effective.
Taylorism became pervasive in American industry due to its promise of increased efficiency and productivity, which was promoted by influential figures like Louis Brandeis and supported by management consulting firms. It aligned with the goals of maximizing profits and reducing costs.
Taylorism led to the de-skilling of workers by breaking down jobs into simple, repetitive tasks, which made workers more replaceable and reduced their job satisfaction. This approach allowed companies to pay lower wages and maintain control over the workforce.
The Watertown Arsenal workers successfully pushed back against Taylorism in 1911 because they were federal employees, and their strike led to a congressional investigation that ultimately banned Taylorism in federal facilities.
Taylorism is still relevant today because its principles of efficiency and productivity are embedded in modern management practices, such as the use of computers and AI to optimize work processes and monitor employee performance.
If you’ve ever lost your job thanks to a management consultant coming through your company or been timed for how fast you work, you can thank Frederick Winslow Taylor, the father of scientific management. If that field sounds made up that’s because it is.
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